Strategic Management/ Business Policy

1. Strategic Management/ Business Policy Power Point Set #6: Corporate Strategy

2. Corporate Level Strategy • Corporate-level strategy concerns the selection and management of a mix of businesses competing in several industries or product markets. • It is the way a company creates value through the configuration and coordination of multi-market activities: • To add economic value, a corporate strategy should enable a company, or one of its business units, to perform one or more of the value creation functions at a lower cost, or in a way which supports a differentiation advantage.

5. Vertical Integration Why vertically integrate? • Market Power (increase revenue) • Entry barriers • Down-stream price maintenance • Up-stream power over price • Efficiency (lower cost) • Specialized assets & the holdup problem • Protecting product quality • Improved scheduling

8. Motivations For Diversification • Value Enhancing Motives: • Increase market power • Multi-point competition • R&D and new product development • Developing New Competencies (Stretching) • Transferring Core Competencies (Leveraging) • Utilizing excess capacity (e.g., in distribution) • Economies of Scope • Leveraging Brand-Name (e.g., Haagen-Dazs to chocolate candy)

9. Other Motivations For Diversification • Motivations that are “Value neutral”: • Diversification motivated by poor economic performance in current businesses. • Motivations that “Devaluate”: • Agency problem • Managerial capitalism (“empire building”) • Maximize management compensation • Sales Growth maximization • Professor William Baumol

10. Diversification • Issue #1: When there is a reduction in managerial (employment) risk, then there is upside and downside effects for stockholders: • On the upside, managers will be more willing to learn firm-specific skills that will improve the productivity and long-run success of the company (to the benefit of stockholders). • On the downside, top-level managers may have the economic incentive to diversify to a point that is detrimental to stockholders.

11. Diversification • Issue #2: There may be no economic value to stockholders in diversification moves since stockholders are free to diversify by holding a portfolio of stocks. No one has shown that investors pay a premium for diversified firms -- in fact, discounts are common. • A classic example is Kaiser Industries that was dissolved as a holding company because its diversification apparently subtracted from its economic value. • Kaiser Industries main assets: (1) Kaiser Steel; (2) Kaiser Aluminum; and (3) Kaiser Cement were independent companies and the stock of each were publicly traded. Kaiser Industries was selling at a discount which vanished when Kaiser Industries revealed its plan to sell its holdings.

13. Mergers and Acquisitions • A merger is a strategy through which two firms agree to integrate their operations on a relatively co-equal basis because they have resources and capabilities that together may create a stronger competitive advantage. • An acquisition is a strategy through which one firm buys a controlling or 100 percent interest in another firm with the intent of using a core competence more effectively by making the acquired firm a subsidiary business within its portfolio. • A takeover is a type of an acquisition strategy wherein the target firm did not solicit the acquiring firm’s bid.

16. Sustainable Competitive Advantage • Trying to gain sustainable competitive advantage via mergers and acquisitions puts us right up against the “efficient market” wall: • If an industry is generally known to be highly profitable, there will be many firms bidding on the assets already in the market. Generally the discounted value of future cash flows will be impounded in the price that the acquirer pays. Thus, the acquirer is expected to make only a competitive rate of return on investment.

17. Sustainable Competitive Advantage • And the situation may actually be worse, given the phenomenon of the winner’s curse. • The most optimistic bidder usually over-estimates the true value of the firm: • Quaker Oats, in late 1994, purchased Snapple Beverage Company for $1.7 billion. Many analysts calculated that Quaker Oats paid about $1 billion too much for Snapple. In 1997, Quaker Oats sold Snapple for $300 million.

18. Sustainable Competitive Advantage • Under what scenarios can the bidder do well? • Luck • Asymmetric Information • This eliminates the competitive bidding premise implicit in the “efficient market hypothesis” • Specific-synergies between the bidder and the target. • Once again this eliminates the competitive bidding premise of the efficient market hypothesis.